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The problem addressed in this study was how knowledge managers facilitated the process of knowledge creation. Researchers identified this area as important because it begins to fill the literature gap in the dynamics surrounding knowledge creation. Using 4 research questions developed from the theory of dynamic organizational knowledge creation, the study investigated how knowledge managers facilitated and supported knowledge creation, promoted knowledge formation, and accounted for knowledge gaps. The theory was selected to provide a framework and an analytical perspective on the process of knowledge creation. A qualitative research design was used to learn from a sample of 12 Chief Knowledge Managers their experiences orchestrating a knowledge management program. In-depth interviews were conducted with each participant, transcribed and imported to NVivo. Data were analyzed using the theory and findings were validated via member checking and triangulation. The results revealed that knowledge managers facilitated knowledge creation by building on social and cultural factors, providing leadership, and incentivizing knowledge sharing. Skills identified for facilitating knowledge creation were future envisioning, change management, interpersonal communication, and culture building. Future research would benefit from studies that focused on the outcomes of knowledge management efforts, the perceptions of organization members to determine if knowledge management efforts facilitated knowledge creation and if knowledge managers follow a specific cognitive learning theory. The social change implications from the present study include strengthening the potential for knowledge creation in organizations, prompting shifts in established paradigms, and fostering trust and expectation from collaboration.